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From PMO To Enterprise Change Office: A Complimentary Two-Day Discovery and Readiness Review

The two-day Discovery and Readiness Review is designed for organisations that are considering the next step in the evolution of their PMO. This step may involve enhancing the PMO, transitioning to an Enterprise Change Office, or sharpening the alignment between strategic intent and change execution.

Contents
Why This Review?

In many organisations, the PMO is strong in processes but often struggles to connect delivery to outcomes and align people with purpose. This review offers a structured yet conversational approach to evaluate how effectively your current PMO or change oversight function supports strategic success in a landscape of continuous change.

Central to this review is a concept referred to in this blog as the Enterprise Change Office (ECO). The ECO is a next-generation model that integrates governance, benefit realisation, and human engagement. An ECO does not replace the PMO; rather, it enhances it. It aligns strategy, delivery, and organisational culture so that change is not merely managed but actively led.

This two-day review identifies areas where your organisation’s current processes, structures, and culture facilitate success, and where capability and leadership readiness need to evolve.

Who It’s For

This review is designed for:

  • Corporate Leaders seeking a more integrated, value-driven approach to change.
  • Heads of PMO or Change Leaders who want to reposition their function as a driver of enterprise agility and strategic impact.

This is not an audit. Rather, it catalyses a rethink of how change is led, governed, and delivered. It aims to help you transition from mere administrative oversight to genuine enterprise change leadership.

What the Review Covers

Each review is tailored to your context, but the structure typically includes four stages:

Before the review, a concise set of background materials, such as organisational charts, governance frameworks, and summaries of your change portfolio, is requested to focus the discussions.

A short virtual pre-briefing meeting aligns expectations, confirms participants, and ensures that both days are sharply targeted.

The review begins with a structured exploration of how your organisation currently manages change:

  • How strategy is translated into initiatives and prioritised.
  • How oversight and decision-making are structured.
  • The maturity of change governance, benefits management, and reporting.
  • How engagement and adoption are supported across teams.
  • Leadership and cultural readiness for a broader enterprise change model.

On the second day, a potential forward view is co-created:

  • Define what a right-sized Enterprise Change Office model could look like.
  • Explore capability gaps across process, people, and technology.
  • Develop a high-level roadmap to evolve capability and improve delivery impact.
  • Consider the potential role of fractional or specialist support to accelerate progress.

Within five working days, you’ll receive a concise, executive-level report that includes:

  • A maturity assessment across governance, benefits, and engagement dimensions.
  • Key findings on strengths, challenges, and opportunities.
  • A “current-to-future” capability roadmap for your Enterprise Change Office evolution.
  • Recommendations for how to realise greater value from change initiatives.
  • Options for targeted fractional or advisory support to sustain progress.
Complimentary Review For Selected Clients

Each quarter, a select number of organisations are invited to participate at no cost. If the review takes place on-site, it is simply asked that reasonable travel and subsistence costs be covered.

Your only commitment is a two-day engagement filled with open and focused dialogue alongside your leadership and change community. This is a valuable opportunity to step back, reassess, and reimagine how change leadership can serve as a source of competitive advantage.

If your PMO is prepared to lead change rather than monitor it, this review is your next step. For more information, please contact office@dasmanagement.co.uk

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The Office of Government Commerce And P3O®

The Office of Government Commerce (OGC) was a UK government body established in 2000 to promote efficiency and best practices in public sector procurement, project management, and programme management. One of its significant contributions was the development of the P3O® (Portfolio, Programme, and Project Offices) framework, first published in 2008. This framework provides principles and guidance on designing and operating effective support structures for delivering change. P3O® was created in response to the growing need for organisations to align their strategies with execution and to standardise the roles of PMOs across different contexts.

In 2014, the stewardship of the OGC’s best practice portfolio was transferred to AXELOS, a joint venture between the UK Cabinet Office and Capita. AXELOS continues to maintain and publish the official P3O® guidance, with the most recent version being “Portfolio, Programme and Project Offices: P3O® Guidance” (AXELOS, 2013).

The guidance outlines a hierarchy of structures, which is summarised in Exhibit 1. It also notes that “projects” can stand alone and do not need to be part of a “programme”.

Exhibit 1: P30® Hierarchy